Real estate brokers: Earn more revenue by investing more in agents

Many brokerages were built for a different market — one where recruiting more agents, adding more leads or offering a bigger split could mask deeper operational issues.

But today’s market is exposing those cracks.

When a brokerage doesn’t have the right systems, support and accountability in place, everyone feels it. Brokers see lower revenue and higher churn. Agents feel unsupported or unclear on how to grow. And what should be a scalable business becomes a source of constant frustration.

I’ve seen this firsthand while building two successful With that in mind, here are three areas brokers should rethink if they want to build a stronger, more Throughout my own career, I’ve consistently offered comprehensive training and support for my agents, because in my experience, I’ve found that it helps them start closing deals sooner and more consistently. It can also help them to close the tougher deals that other agents shy away from and to earn more repeat business.

As a result, our internal data shows that they tend to stay with me longer than the industry average because they feel supported and valued in their career here.

That typically means more revenue for my agents, and it also means more revenue, fewer HR headaches and lower recruiting and marketing costs for my brokerage.

Commission model

There isn’t a single source of data on commission models, but most industry data indicates that From the agent’s perspective, their costs are capped. No matter how many transactions they close, they know what they will pay each month while still having access to the brokerage’s full infrastructure, including training and support, document management and administrative services.

From the brokerage side, it also creates clarity. Rather than building the business around taking a percentage of each agent’s production, we focus on providing the systems, support and accountability that help agents become more productive. The This column does not necessarily reflect the opinion of HousingWire’s editorial department and its owners.

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